Mapping a winning strategy :: developing and executing a successful strategy in turbulent markets /
Mapping a WinningStrategyintroduces a new mapping method for creating and executing aneffective business strategy. By mapping out the most effective strategy, organizationscan make winning operational choices in today's VUCA (volatile, uncertain, complex and ambiguous) business environment.
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley :
Emerald Publishing Limited,
[2018]
|
| Ausgabe: | First edition. |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Mapping a WinningStrategyintroduces a new mapping method for creating and executing aneffective business strategy. By mapping out the most effective strategy, organizationscan make winning operational choices in today's VUCA (volatile, uncertain, complex and ambiguous) business environment. |
| Beschreibung: | 1 online resource (xxiv, 248 pages) |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781787561298 1787561291 9781787561311 1787561313 |
Internformat
MARC
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| 245 | 1 | 0 | |a Mapping a winning strategy : |b developing and executing a successful strategy in turbulent markets / |c by Marc Baaij with Patrick Reinmoeller. |
| 250 | |a First edition. | ||
| 264 | 1 | |a Bingley : |b Emerald Publishing Limited, |c [2018] | |
| 264 | 4 | |c ©2018 | |
| 300 | |a 1 online resource (xxiv, 248 pages) | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Vendor-supplied metadata. | |
| 505 | 0 | |a Intro; Mapping a Winning Strategy; Acknowledgements; Contents; List of Figures; List of Abbreviati ons; About the Authors; Preface: Why Read This Book?; The Challenges of Strategy; Who should read this book?; What is this Book About? A Better Method for Strategy Development and Execution Under VUCA; Leadership Perspective; Advantages of the Method; Building on Proven Successful Best Practices; What Does the Book Look Like?; 1. Overcoming the challenges of strategy with the mapping method; Introduction; Challenges and stress factors of strategy; Limitations of popular approaches to strategy. | |
| 505 | 8 | |a Conventional Strategic PlanningLimitations of Conventional Strategic Planning; Boiling the Ocean; Strategy Development as a Black Box; The Failure of Strategy Implementation; Experimenting and Agility as Alternatives to Strategic Planning; Complexity and Uncertainty; No Substitutes for Strategy; The mapping method at a glance; Engage Stakeholders; Power; Alignment; Explore Strategic Problems; Problem? No SWOT; The Problem Gap; Size the Problem Gap; Segment the Gap; Explain the Gap. | |
| 505 | 8 | |a Develop Problem Hypotheses. Why does your firm's problem exist? You begin with developing the potential explanations of the performance gap. What may be the cause(s) of the gap? You distinguish between three routes for developing such explanations: creatiTest Problem Hypotheses; Develop Strategic Options and Make a Winning Choice; Strategy as a Configuration; Three Routes for Developing Strategy Hypotheses; Test of a Strategy Hypothesis; Make Your Choice; Execute the Chosen Strategy; Ensure Congruence between Organization and New Strategy; Anticipate and Remove Roadblocks to Execution. | |
| 505 | 8 | |a Advantages of the Mapping MethodMake Maps: Make it Simpler; Engage Stakeholders: Create a Win-Win Relationship; Explore Performance Gaps: Focus on What is Most Important; Develop Strategy Hypotheses: Open up the Black Box of Strategy Development; Test Hypotheses: Reduce the Odds of Strategy Failure; Foundations of the Mapping Method; Exploring Problems through a Sequential Approach; Extensions of the Mapping Method; Summary; Content; Next Chapter; Note; 2. Engaging critical stakeholders to support the strategy processes; Introduction; Identify the relevant stakeholders. | |
| 505 | 8 | |a Relevance of Stakeholders: Triple AStakeholder-related Critical Success Factors of the Strategy Processes; Potential Stakeholder-Related Problems in the Strategy Processes; Lack of Stakeholders' Awareness; Lack of Stakeholders' Alignment; Lack of Stakeholders' Ability; Stakeholders: 'To Affect or Be Affected'; Stakeholders; Map the relevant stakeholders in categories; Assess the Power of Stakeholders; Assess the Alignment of Stakeholders; The Interests and Values of the Firm; The Stakeholder Map; Customize the engagement approach By category; Engage Strong Allies. | |
| 520 | |a Mapping a WinningStrategyintroduces a new mapping method for creating and executing aneffective business strategy. By mapping out the most effective strategy, organizationscan make winning operational choices in today's VUCA (volatile, uncertain, complex and ambiguous) business environment. | ||
| 650 | 0 | |a Strategic planning. |0 http://id.loc.gov/authorities/subjects/sh85128511 | |
| 650 | 0 | |a Business planning. |0 http://id.loc.gov/authorities/subjects/sh85032906 | |
| 650 | 6 | |a Planification stratégique. | |
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Datensatz im Suchindex
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| _version_ | 1816796931394895872 |
| adam_text | |
| any_adam_object | |
| author | Baaij, Marc Reinmoeller, Patrick |
| author_facet | Baaij, Marc Reinmoeller, Patrick |
| author_role | aut aut |
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| contents | Intro; Mapping a Winning Strategy; Acknowledgements; Contents; List of Figures; List of Abbreviati ons; About the Authors; Preface: Why Read This Book?; The Challenges of Strategy; Who should read this book?; What is this Book About? A Better Method for Strategy Development and Execution Under VUCA; Leadership Perspective; Advantages of the Method; Building on Proven Successful Best Practices; What Does the Book Look Like?; 1. Overcoming the challenges of strategy with the mapping method; Introduction; Challenges and stress factors of strategy; Limitations of popular approaches to strategy. Conventional Strategic PlanningLimitations of Conventional Strategic Planning; Boiling the Ocean; Strategy Development as a Black Box; The Failure of Strategy Implementation; Experimenting and Agility as Alternatives to Strategic Planning; Complexity and Uncertainty; No Substitutes for Strategy; The mapping method at a glance; Engage Stakeholders; Power; Alignment; Explore Strategic Problems; Problem? No SWOT; The Problem Gap; Size the Problem Gap; Segment the Gap; Explain the Gap. Develop Problem Hypotheses. Why does your firm's problem exist? You begin with developing the potential explanations of the performance gap. What may be the cause(s) of the gap? You distinguish between three routes for developing such explanations: creatiTest Problem Hypotheses; Develop Strategic Options and Make a Winning Choice; Strategy as a Configuration; Three Routes for Developing Strategy Hypotheses; Test of a Strategy Hypothesis; Make Your Choice; Execute the Chosen Strategy; Ensure Congruence between Organization and New Strategy; Anticipate and Remove Roadblocks to Execution. Advantages of the Mapping MethodMake Maps: Make it Simpler; Engage Stakeholders: Create a Win-Win Relationship; Explore Performance Gaps: Focus on What is Most Important; Develop Strategy Hypotheses: Open up the Black Box of Strategy Development; Test Hypotheses: Reduce the Odds of Strategy Failure; Foundations of the Mapping Method; Exploring Problems through a Sequential Approach; Extensions of the Mapping Method; Summary; Content; Next Chapter; Note; 2. Engaging critical stakeholders to support the strategy processes; Introduction; Identify the relevant stakeholders. Relevance of Stakeholders: Triple AStakeholder-related Critical Success Factors of the Strategy Processes; Potential Stakeholder-Related Problems in the Strategy Processes; Lack of Stakeholders' Awareness; Lack of Stakeholders' Alignment; Lack of Stakeholders' Ability; Stakeholders: 'To Affect or Be Affected'; Stakeholders; Map the relevant stakeholders in categories; Assess the Power of Stakeholders; Assess the Alignment of Stakeholders; The Interests and Values of the Firm; The Stakeholder Map; Customize the engagement approach By category; Engage Strong Allies. |
| ctrlnum | (OCoLC)1048428891 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | First edition. |
| format | Electronic eBook |
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| id | ZDB-4-EBU-on1048428891 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-26T14:49:31Z |
| institution | BVB |
| isbn | 9781787561298 1787561291 9781787561311 1787561313 |
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| publisher | Emerald Publishing Limited, |
| record_format | marc |
| spelling | Baaij, Marc, author. Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / by Marc Baaij with Patrick Reinmoeller. First edition. Bingley : Emerald Publishing Limited, [2018] ©2018 1 online resource (xxiv, 248 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references and index. Vendor-supplied metadata. Intro; Mapping a Winning Strategy; Acknowledgements; Contents; List of Figures; List of Abbreviati ons; About the Authors; Preface: Why Read This Book?; The Challenges of Strategy; Who should read this book?; What is this Book About? A Better Method for Strategy Development and Execution Under VUCA; Leadership Perspective; Advantages of the Method; Building on Proven Successful Best Practices; What Does the Book Look Like?; 1. Overcoming the challenges of strategy with the mapping method; Introduction; Challenges and stress factors of strategy; Limitations of popular approaches to strategy. Conventional Strategic PlanningLimitations of Conventional Strategic Planning; Boiling the Ocean; Strategy Development as a Black Box; The Failure of Strategy Implementation; Experimenting and Agility as Alternatives to Strategic Planning; Complexity and Uncertainty; No Substitutes for Strategy; The mapping method at a glance; Engage Stakeholders; Power; Alignment; Explore Strategic Problems; Problem? No SWOT; The Problem Gap; Size the Problem Gap; Segment the Gap; Explain the Gap. Develop Problem Hypotheses. Why does your firm's problem exist? You begin with developing the potential explanations of the performance gap. What may be the cause(s) of the gap? You distinguish between three routes for developing such explanations: creatiTest Problem Hypotheses; Develop Strategic Options and Make a Winning Choice; Strategy as a Configuration; Three Routes for Developing Strategy Hypotheses; Test of a Strategy Hypothesis; Make Your Choice; Execute the Chosen Strategy; Ensure Congruence between Organization and New Strategy; Anticipate and Remove Roadblocks to Execution. Advantages of the Mapping MethodMake Maps: Make it Simpler; Engage Stakeholders: Create a Win-Win Relationship; Explore Performance Gaps: Focus on What is Most Important; Develop Strategy Hypotheses: Open up the Black Box of Strategy Development; Test Hypotheses: Reduce the Odds of Strategy Failure; Foundations of the Mapping Method; Exploring Problems through a Sequential Approach; Extensions of the Mapping Method; Summary; Content; Next Chapter; Note; 2. Engaging critical stakeholders to support the strategy processes; Introduction; Identify the relevant stakeholders. Relevance of Stakeholders: Triple AStakeholder-related Critical Success Factors of the Strategy Processes; Potential Stakeholder-Related Problems in the Strategy Processes; Lack of Stakeholders' Awareness; Lack of Stakeholders' Alignment; Lack of Stakeholders' Ability; Stakeholders: 'To Affect or Be Affected'; Stakeholders; Map the relevant stakeholders in categories; Assess the Power of Stakeholders; Assess the Alignment of Stakeholders; The Interests and Values of the Firm; The Stakeholder Map; Customize the engagement approach By category; Engage Strong Allies. Mapping a WinningStrategyintroduces a new mapping method for creating and executing aneffective business strategy. By mapping out the most effective strategy, organizationscan make winning operational choices in today's VUCA (volatile, uncertain, complex and ambiguous) business environment. Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Planification stratégique. Business strategy. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Strategic planning fast Reinmoeller, Patrick, author. has work: Mapping a winning strategy (Text) https://id.oclc.org/worldcat/entity/E39PCFBgTxjghrKbtJ3hv6mhf3 https://id.oclc.org/worldcat/ontology/hasWork Print version: 1787561305 9781787561304 (OCoLC)1027116796 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1717722 Volltext |
| spellingShingle | Baaij, Marc Reinmoeller, Patrick Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / Intro; Mapping a Winning Strategy; Acknowledgements; Contents; List of Figures; List of Abbreviati ons; About the Authors; Preface: Why Read This Book?; The Challenges of Strategy; Who should read this book?; What is this Book About? A Better Method for Strategy Development and Execution Under VUCA; Leadership Perspective; Advantages of the Method; Building on Proven Successful Best Practices; What Does the Book Look Like?; 1. Overcoming the challenges of strategy with the mapping method; Introduction; Challenges and stress factors of strategy; Limitations of popular approaches to strategy. Conventional Strategic PlanningLimitations of Conventional Strategic Planning; Boiling the Ocean; Strategy Development as a Black Box; The Failure of Strategy Implementation; Experimenting and Agility as Alternatives to Strategic Planning; Complexity and Uncertainty; No Substitutes for Strategy; The mapping method at a glance; Engage Stakeholders; Power; Alignment; Explore Strategic Problems; Problem? No SWOT; The Problem Gap; Size the Problem Gap; Segment the Gap; Explain the Gap. Develop Problem Hypotheses. Why does your firm's problem exist? You begin with developing the potential explanations of the performance gap. What may be the cause(s) of the gap? You distinguish between three routes for developing such explanations: creatiTest Problem Hypotheses; Develop Strategic Options and Make a Winning Choice; Strategy as a Configuration; Three Routes for Developing Strategy Hypotheses; Test of a Strategy Hypothesis; Make Your Choice; Execute the Chosen Strategy; Ensure Congruence between Organization and New Strategy; Anticipate and Remove Roadblocks to Execution. Advantages of the Mapping MethodMake Maps: Make it Simpler; Engage Stakeholders: Create a Win-Win Relationship; Explore Performance Gaps: Focus on What is Most Important; Develop Strategy Hypotheses: Open up the Black Box of Strategy Development; Test Hypotheses: Reduce the Odds of Strategy Failure; Foundations of the Mapping Method; Exploring Problems through a Sequential Approach; Extensions of the Mapping Method; Summary; Content; Next Chapter; Note; 2. Engaging critical stakeholders to support the strategy processes; Introduction; Identify the relevant stakeholders. Relevance of Stakeholders: Triple AStakeholder-related Critical Success Factors of the Strategy Processes; Potential Stakeholder-Related Problems in the Strategy Processes; Lack of Stakeholders' Awareness; Lack of Stakeholders' Alignment; Lack of Stakeholders' Ability; Stakeholders: 'To Affect or Be Affected'; Stakeholders; Map the relevant stakeholders in categories; Assess the Power of Stakeholders; Assess the Alignment of Stakeholders; The Interests and Values of the Firm; The Stakeholder Map; Customize the engagement approach By category; Engage Strong Allies. Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Planification stratégique. Business strategy. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Strategic planning fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85128511 http://id.loc.gov/authorities/subjects/sh85032906 |
| title | Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / |
| title_auth | Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / |
| title_exact_search | Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / |
| title_full | Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / by Marc Baaij with Patrick Reinmoeller. |
| title_fullStr | Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / by Marc Baaij with Patrick Reinmoeller. |
| title_full_unstemmed | Mapping a winning strategy : developing and executing a successful strategy in turbulent markets / by Marc Baaij with Patrick Reinmoeller. |
| title_short | Mapping a winning strategy : |
| title_sort | mapping a winning strategy developing and executing a successful strategy in turbulent markets |
| title_sub | developing and executing a successful strategy in turbulent markets / |
| topic | Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Planification stratégique. Business strategy. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Strategic planning fast |
| topic_facet | Strategic planning. Business planning. Planification stratégique. Business strategy. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Business planning Strategic planning |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1717722 |
| work_keys_str_mv | AT baaijmarc mappingawinningstrategydevelopingandexecutingasuccessfulstrategyinturbulentmarkets AT reinmoellerpatrick mappingawinningstrategydevelopingandexecutingasuccessfulstrategyinturbulentmarkets |